Chat with us, powered by LiveChat Create a 5 pages write up that i will create a 3-5 minutes audio podcast based on one of the concepts discussed in this weeks chapter readings. The write up should be designed to edu | EssayAbode

Create a 5 pages write up that i will create a 3-5 minutes audio podcast based on one of the concepts discussed in this weeks chapter readings. The write up should be designed to edu

 

  1. Create a 5 pages write up that i will create a 3-5 minutes audio podcast based on one of the concepts discussed in this week’s chapter readings.
  2. The write up should be designed to educate a non-expert audience on the topic. Be sure the topic points are clear and well organized 

Copyright © 2021 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com.

CHAPTER 10

Workflow and Beyond Meaningful Use

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Objectives

 Provide an overview of the purpose of conducting workflow analysis and design.

 Deliver specific instructions on workflow analysis and redesign techniques.

 Cite measures of efficiency and effectiveness that can be applied to redesign efforts.

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Introduction

 According to the American Association for Justice (2016), preventable medical errors kill and seriously injure hundreds of thousands of Americans every year.

 Not only is there an impact on patients from these errors, but there is also a significant financial impact to healthcare organizations.

 One of the most important tools to employ is the use of electronic records and information system to provide point-of-care decision support and automation.

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Workflow and Technology

 Workflow is a term used to describe the action or execution of a series of tasks in a prescribed sequence. Another definition of workflow is a progression of steps (tasks, events, interactions) that comprise a work process, involve two or more persons, and create or add value to the organization's activities.

 One school of thought suggests that technology should be designed to meet the needs of clinical workflow.

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Guidelines for Transformative Initiatives

 Create a case for transformation.

 Establish a vision for the end point.

 Employ experts.

 Consider the optimal experience.

 Do not replicate the current state.

 Focus on those initiatives that offer the greatest value to the organization.

 Recognize that small gains have no real impact on transformation.

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Optimization

 Optimization is the process of moving conditions past their current state and into more efficient and effective method of performing tasks.

 Health informatics should always be included in these activities to represent the needs of clinicians and to serve as liaison for technological solutions to process problems.

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Workflow Analysis and Informatics Practice

 A critical aspect of the informatics role is workflow design. Health informatics is uniquely positioned to engage in the analysis and redesign of processes and tasks surrounding the use of technology.

 As we examine how workflow analysis is conducted, it is important to note that while the health informaticist is an essential member of the team to participate in or enable workflow analysis, a team dedicated to this effort is necessary for its success.

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Building the Team

 The workflow redesign team is an interdisciplinary team consisting of process owners.

 Process owners are those who directly engage in the workflow to be analyzed and redesigned.

 Process owners are individuals who can speak about the intricacy of process, including process variations from the norm.

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Value Added Versus Non-Value Added

 A value-added activity or step is one that ultimately brings the process closer to completion or changes the product or service for the better.

 Some steps in a process do not necessarily add value but are necessary for regulatory or compliance reasons.

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Waste

 Underpinning the Lean philosophy is the removal of waste activities from workflow.

 Waste is classified as unnecessary activities or an excess of products to perform tasks.

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Variation

 Variation occurs when workers perform the same function in different ways and usually occurs because of flaws in the way a process was originally designed, lack of knowledge about the process, or because a process cannot be executed as originally designed due to disruption or disturbances in the workflow.

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Transitioning to Future State

 Future state is constructed with the best possible knowledge of how the process will ideally work.

 To move from the current state to the future state, gap analysis is necessary.

 Gap analysis zeros in on the major areas most affected by the change, namely, technology.

 What often happens in redesign efforts is an exact or near-exact replication of the current state using automation.

 Gap analysis discussion should generate ideas from the group how about best to utilize the technology to transform practice.

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Informatics as a Change Agent

 Technology implementations alone represent a significant change for clinicians, as does the workflow redesign that accompanies technology.

 Often the degree of change and its impact is under-appreciated and unaccounted for by leadership and staff alike.

 Engagement of the end user is a critical aspect of change management and, therefore, adoption. Without end-user involvement, change is resisted and efforts are subject to failure.

 There are many change theories to explore, but regardless of the change theory adopted by the informatics specialist, know that communication, planning, and support are key factors of any change management strategy.

 Informaticists should become knowledgeable about at least one change theory and use this knowledge as the basis for change management planning as part of every effort.

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Measuring Results

 Metrics provide understanding about the performance of a process or function.

 Process metrics are collected at the initial stage of project or problem identification.

 Current state metrics are then benchmarked against internal indicators.

 When there are no internal indicators to benchmark against, a suitable course of action is to benchmark against an external source such as a similar business practice within a different industry.

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Future Directions

 Although workflow analysis principles are described within the context of acute and ambulatory care, the need to perform process analysis on a macro level will expand as more organizations move forward with health information exchanges (HIE) and medical home models.

 Health information exchanges require the health informaticist to visualize how patients move through the entire continuum of care and not just a specific patient care area.

 Technology initiatives will become increasingly complex. Therefore, health informaticists will need greater preparation in the area of process analysis and improvement techniques to meet the growing challenges technology brings and operational performance demands of fiscally impaired healthcare organizations.

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Summary

 Workflow redesign is a critical aspect of technology implementation, and when done well, yields technology that is more likely to achieve the intended patient outcomes and safety benefits.

 Health informatics professionals are taking on a greater role with respect to workflow design, and this aspect of practice will grow in light of meaningful use- driven objectives.

 Other initiatives that impact hospital performance will also drive informatics professionals to influence how technology is used in the context of workflow to improve upon the bottom line.

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References

 American Association for Justice. (2016). Medical errors. Retrieved from https://www.justice.org/what-we-do /advocate-civil-justice-system/issue- advocacy /medical-errors

  • Slide 1
  • Objectives
  • Introduction
  • Workflow and Technology
  • Guidelines for Transformative Initiatives
  • Optimization
  • Workflow Analysis and Informatics Practice
  • Building the Team
  • Value Added Versus Non-Value Added
  • Waste
  • Variation
  • Transitioning to Future State
  • Informatics as a Change Agent
  • Measuring Results
  • Future Directions
  • Summary
  • References

,

Copyright © 2021 by Jones & Bartlett Learning, LLC an Ascend Learning Company. www.jblearning.com.

CHAPTER 12

Informatics Tools to Promote Patient Safety, Quality Outcomes, and Interdisciplinary Collaboration

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Objectives

 Explore the characteristics of a safety culture.

 Examine strategies for developing a safety culture.

 Recognize how human factors contribute to errors.

 Appreciate the impact of informatics technology on patient safety.

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Introduction

 Healthcare professionals have an ethical duty to ensure patient safety.

 Increasing demands on professionals in complex and fast-paced healthcare environments

 May cut corners or develop workarounds that deviate from accepted and expected practice protocols.

 These deviations are more often practiced in the interest of saving time or because the organizational culture is such that risky behaviors are commonplace.

 Occasionally these inappropriate actions or omissions of appropriate actions result in harm or significant risk of harm to patients.

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Sentinel Event

 A patient safety issue that results in death, permanent harm, or serious temporary harm requiring intervention is termed a sentinel event by The Joint Commission (2017).

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Safety Initiatives (1 of 2)

 1999 Institute of Medicine (IOM) report: To Err is Human

 2001 IOM Quality Chasm report

 Agency for Healthcare Research and Quality (AHRQ) launched initiatives focused on safety research for patients

 2002 Joint Commission National Patient Safety Goals

 2002 National Quality Forum (NQF) adverse events and “never events” list

 Creation in 2004 of the Office of National Coordinator for Health IT to computerize health care

 2004 World health Organization’s (WHO) Alliance for patient safety

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Safety Initiatives (2 of 2)

 2005 Institute for Healthcare Improvement (IHI) 100,000 Lives campaign and 2008 5 Million Lives Campaign

 2005 congressional authorization of Patient Safety Organizations (PSOs) created by the Patient Safety and Quality Improvement Act

 To promote blameless error reporting and shared learning

 2008 “no pay for errors” Medicare initiative

 $19 billion congressional appropriation to support electronic health records and patient safety

 Compare 2016 National Patient Safety Goals with those for 2015  http://www.jointcommission.org/standards_information/npsgs.aspx

 Review Initiatives in Safe Patient Care  http://initiatives-patientsafety.org/

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Key Features of a Safety Culture

 Acknowledgment of the high-risk nature of an organization's activities and the determination to achieve consistently safe operations

 A blame-free environment where individuals are able to report errors or near misses without fear of reprimand or punishment

 Encouragement of collaboration across ranks and disciplines to seek solutions to patient safety problems

 Organizational commitment of resources to address safety concerns (AHRQ, 2012, para. 1)

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Failure Modes and Effect analysis

 “Failure Modes and Effects Analysis (FMEA) is a systematic, proactive method for evaluating a process to identify where and how it might fail, and to assess the relative impact of different failures in order to identify the parts of the process that are most in need of change”(IHI, 2011 para. 1).

 Access the tool here: Failure Modes and Effects Analysis Tool

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What is a Just Culture?

 Blame-free environment to encourage error reporting

 System or process issues that lead to unsafe behaviors and errors are addressed by changing practices or workflow processes

 Clear message is communicated that reckless behaviors are not tolerated

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Just Culture Error Types

 Human Error (unintentional mistakes)  Perform FMEA to understand error

 Risky Behaviors (workarounds or cutting corners)  Examine workflow; educate

 Reckless Behavior (total disregard for established policies and procedures)  Enact zero tolerance policy, disciplinary measures

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Promoting a Safety Culture

 AHRQ suggests that teamwork training, executive walk-arounds, and unit- based safety teams have improved safety culture perceptions, but have not demonstrated a significant reduction in error rates.

 IHI strategies include appointing a safety champion for every unit, creating an adverse event response team, and reenacting or simulating adverse events to better understand the organizational or procedural processes that failed.

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Informatics Supports Action Planning

 Informatics can assist with the analysis, trending, synthesis, and dissemination of the action plan results.

 Understand, communicate, and discuss survey results.  Develop and communicate focused action plans and deliverables.  Implement action plans, track progress, and evaluate impact.  Share what works.

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Human Factors Engineering

 “The discipline of applying what is known about human capabilities and limitations to the design of products, processes, systems, and work environments”. Its application to system design improves “ease of use, system performance and reliability, and user satisfaction, while reducing operational errors, operator stress, training requirements, user fatigue, and product liability” (Ebben, Gieras, & Gosbee, 2008, p 327).